Period 13 2014/15 (31 March 2015)
REVENUE
Revenue Educational Services
Revised Annual Actual Variance Budget (favourable) / adverse £m £m 1.631 63.611 24.505 14.078 9.721 113.546
Resources Schools Community Support Facilities Management Building Learning Communities Total
(0.394) (0.346) (0.866) (0.226) (0.203) (2.035)
Key Points: £0.995m was transferred from the Education budget to the General Fund uncommitted balance following the line by line review of budgets. RESOURCES The variance reflects reduced employee costs and underspends on centrally held budgets. COMMUNITY SUPPORT The variance mainly relates to reduced employee costs within the service including Early Years as a result of the phasing of the recruitment process to support the implementation of 600 hours of early learning and childcare and additional 2 year olds and underspends in the Residential (Outwith) Placements budget. BUILDING LEARNING COMMUNITIES The variance primarily arises from reduced unitary charge costs and a recovery on the insurance element of charges, partly offset by TUPE pension costs. £0.040m of the underspend will be earmarked towards the costs of drainage issues at the Mauchline campus. The department proposes to earmark the following amounts: No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Description Schools - 10.0 FTE additional Teachers for supply cover Schools - Future costs of 2.0 FTE ICT Modern Apprentices (for 3 years) Schools - 1.0 FTE additional Gaelic teacher (for academic year) Schools - Additional materials for schools Schools - Outdoor Learning activities Schools - School carry forwards requested Schools - SEEMIS training Schools - Curriculum for Excellence (Moderation) Schools - 1+2 Language scheme Schools - Training (Rights Respecting Schools Award) Community Support - Nurture Base for the Grange Cluster Building Learning Communities - Unitary charge underspend for future year Building Learning Communities - Contribution to Drainage Works at Mauchline campus Facilities Management - St Joseph's Academy claims on Contractor Facilities Management - Cashless payment system Facilities Management - School Transport (Cabinet 22 April 2015) Vibrant Communities - Purchase of van for maintenance assistants Vibrant Communities - Talented Athlete Programme & Active Schools Vibrant Communities - East Ayrshire Positive Play Vibrant Communities - Literacy & Numeracy (Objective 5 support) Total
£m 0.430 0.130 0.043 0.200 0.090 0.474 0.030 0.045 0.013 0.007 0.005 0.163 0.040 0.025 0.150 0.050 0.019 0.018 0.040 0.016 1.988
School Auchinleck Academy Cumnock Academy Doon Academy Grange Academy James Hamilton Academy Kilmarnock Academy Loudoun Academy Stewarton Academy St Joseph's Academy Primary Schools Other Schools Total
£m 0.009 0.000 0.000 0.115 0.055 0.000 0.038 0.005 0.034 0.127 0.091 0.474
Revenue Integrated Health & Social Care
Revised Annual Actual Variance Budget (favourable) / adverse £m £m
Addiction / Substance Misuse Adult Support and Protection Children and Families / Women's Services Justice Services Lead Partnership - Standby Services Learning Disabilities Mental Health Older People Physical Disabilities Sensory Service Strategy Transport Total for Partnership Premises Costs Total
0.266 0.453 17.278 (0.230) 0.231 11.558 2.374 31.379 0.735 0.231 4.007 0.432 68.714 0.461 69.175
0.000 0.000 (0.477) (0.052) 0.000 0.411 0.264 0.116 (0.258) (0.008) (0.200) 0.000 (0.204) 0.000 (0.204)
Key Points: CHILDREN AND FAMILIES/WOMEN'S SERVICES The variance relates to the timing of filling vacancies and foster care costs, partly offset by adoption allowances, client through-care costs, self directed services and secure accomodation costs. JUSTICE SERVICES The variance mainly relates to the timing of filling vacancies and income partly offset by additional expenditure on Throughcare Ayrshire Partnership and HMP Kilmarnock. The variance will require to be repaid to the Criminal Justice Authority. LEARNING DISABILITIES The variance is mainly due to additional care packages costs which were partly offset in-year by earmarked balances. The phased implementation of the new Ross Court service resulted in reduced employee costs within the year. MENTAL HEALTH The additional cost reflects increased care package costs, partly offset by reduced employee costs and other minor variances. PHYSICAL DISABILITIES The variance mainly reflects an underspend on the Equipment and Adaptations budget principally due to timing. £0.204m will be earmarked towards the cost of commited expenditure due to be complete in 2015/16. SENSORY The variance is due to reduced employee costs due to the timing of filling vacancies.
SERVICE STRATEGY The variance largely relates to the timing of filling vacant posts, savings in supplies and services and additional income. The department proposes to earmark the following amounts: No Description 1 Equipment and adaptations for clients (committed) Total
£m 0.204 0.204
Revenue Finance & Corporate Support Central Management Support Finance Human Resources Corporate Infrastructure Democratic Services Legal, Procurement & Regulatory Finance & Corporate Support
Revised Annual Actual Variance Budget (favourable) / adverse £m £m 0.182 0.000 4.283 (0.394) 2.095 (0.067) 10.051 (1.080) 3.828 (0.138) 2.543 (0.087) 22.982 (1.766)
Key Points: £0.405m was transferred from the Finance and Corporate Support budget to the General Fund uncommitted balance following the line by line review of budgets. FINANCE The variance mainly relates to reduced employee costs due to the timing of filling vacancies and in preparation for future years savings, additional income from the Department for Work and Pensions (DWP) in relation to Welfare Reform changes, reduced supplies and services costs and reduced transfer payments due to the Scottish Welfare Fund grant uptake. HUMAN RESOURCES The variance is primarily due to reduced employee costs in preparation for future years savings, partially offset by additional expenditure on recruitment costs. CORPORATE INFRASTRUCTURE The variance mainly relates to reduced employee costs and savings anticipated on premises costs within some of the corporate office acomodation properties and additional income related to the capital programme. DEMOCRATIC SERVICES The variance is masimly due to reduced expenditure on the Development Fund and grants budgets which require to be earmarked for use in 2015/16. The department proposes to earmark the following amounts: No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Description Finance - Welfare Reform Funding Finance - Scottish Welfare Fund Finance - Customer Services Post (G12) - 2 Years Human Resources - Temporary Staff to May15 Human Resources - MDP Human Resources - Staff Attitude Survey Human Resources - Further Education commitments Corporate Infrastructure - Temporary Staffing Corporate Infrastructure - Additional Fee Income Recovery Corporate Infrastructure - Surplus Property capital receipts Corporate Infrastructure - Schools ICT Corporate Infrastructure - CRA Commitments Corporate Infrastructure - Car Park Rendering to Wall at Johnnie Walker Corporate Infrastructure - CAB Relocation Works and Work to Former Site Corporate Infrastructure - Morven Avenue Shops (Cabinet 1 April 15) Legal, Procurement & Regulatory - Trusted Trader System Democratic Services - Temporary Staffing Democratic Services - Development Budget Democratic Services - General Grants Democratic Services - Community Planning Awards Income Democratic Services - Burns Monument Centre Works Democratic Services - Members Training Total
£ 0.115 0.109 0.100 0.020 0.020 0.010 0.010 0.020 0.257 0.061 0.452 0.048 0.050 0.180 0.110 0.040 0.017 0.052 0.055 0.005 0.013 0.006 1.748
Revenue Neighbourhood Services
Revised Annual Actual Variance Budget (favourable) / adverse £m £m
Central Management Support Emergency Planning Housing & Environment Services Internal Transport Service Planning and Economic Development Strathclyde Partnership for Transport Alternative Delivery Model - Ayrshire Roads Alliance Alternative Delivery Model - East Ayrshire Leisure Trust Neighbourhood Services
0.522 0.052 13.774 1.160 4.504 2.220 7.131 6.415 35.778
0.033 (0.003) (0.617) (0.302) (0.800) (0.018) (0.182) (0.030) (1.919)
Key Points: £0.112m was transferred from the Neighbourhood Services budget to the General Fund uncommitted balance following the line by line review of budgets. CENTRAL MANAGEMENT The variance relates to additional employee costs in respect of the officer team created for open cast mining partly offset by managed savings on supplies and services. EMERGENCY PLANNING The variance relates to additional funding provided to Ayrshire Civil Contingencies team, offset by employee and transport costs. HOUSING AND ENVIRONMENT SERVICES The variance relates principally to the timing of filling vacancies, reduced sub-contractors costs in Outdoor Amenities, reduced fuel costs and additional income mainly from Private Sector Housing Grant funding which is offset by additional expenditure on grants. INTERNAL TRANSPORT SERVICE The variance mainly reflects reduced costs for vehicle maintenance materials due to the reducing size and age of the fleet , the timing of filling vacancies, reduced sub-contractor costs and increased income. PLANNING AND ECONOMIC DEVELOPMENT The variance is mainly due to the timing of filling vacant posts, reduced supplies and services costs and savings in Employability with £0.816m required to be earmarked at the year end. AYRSHIRE ROADS ALLIANCE The variance reflects the timing of filling vacancies, reduced expenditure on fuel and street lighting electricity, reduced sub-contractors costs and a reduction in Strategic Service Delivery costs, partly offset by reduced income and additional supplies and services mainly due to additional expenditure on SALIX funded street lighting materials.
The department proposes to earmark the following amounts: No 1 2 3 4 5 6 7 8 9 10 11 12
Description P&ED - Core (£0.313m), Employabilty (£0.311m), Env Init (£0.192m) P&ED - LDP and Minerals Plan P&ED - Temporary Posts Waste Management - Food & Plastics (EAC Funded) Outdoor Amenities - Central Management, Property Rent Income Outdoor Amenities - Grounds Maintenance, Other Private Contractors (Kay Park Pond) Outdoor Amenities - Purchase of Litter Bins Leisure Trust - E-Book Provision Transport Services Depot Improvements Transport Services Fleet Management System Development Street Lighting Electricity - March Invoice commitment Transport Grant Total
£m 0.816 0.220 0.200 0.100 0.007 0.020 0.010 0.030 0.070 0.050 0.103 0.012 1.638
Revenue
Central Services
Revised Annual Actual Variance Budget (favourable) / adverse £m £m
Chief Executive's Office (incl. Health and Safety, Internal Audit) Other Non-Departmental expenditure Insurance Debt Charges Council Tax HB/CT Benefit Subsidy Central Services
0.975 6.911 2.307 20.301 (49.963) 11.419 (8.050)
(0.161) (4.142) (0.149) 0.000 (0.357) (0.677) (5.486)
Revenue Key Points: CHIEF EXECUTIVE'S OFFICE The variance reflects reduced employee costs within Internal Audit and Health and Safety mainly due to the timing of filling vacancies. OTHER NON-DEPARTMENTAL EXPENDITURE The variance reflects the £1.512m identified as part of the line by line review and transferred from departmental budgets to be held centrally. Centrally held funding in respect of European Match funding, Change Fund, Children and Young People's Act (Early Learning and Childcare), Young Workforce Development, Family Support and insurance settlements is required to be earmarked. In addition savings have been identified within centrally held budgets including audit fees, unfunded superannuation costs (the recurring element of severance costs) and Carbon Reduction Committment, DWP Administration grant for 2014/15 as well as additional income recovered from Scottish Water. This is partially offset by redundancy payments previously approved by Council to be met from the General Fund uncommitted balance and the backdated costs of the recent Holiday Pay Overtime judgement. The variance also reflects the re-profiling of the 2014/15 Alternative Delivery Models workstream saving relating to East Ayrshire Leisure Trust (£0.305m), the Community Care saving for Berryknowe (£0.200m), the Administration and Clerical review (£0.509m) and £0.060m in respect of Transforming our Relationships with Communities achieved earlier than anticipated. The £0.280m saving for Property and Estates rationalisation requires to be reprofiled into 2015/16. It is required to earmmark balances of £3.839m relating to centrally held funding and commitments for future years expenditure approved by Council on 11 December 2014. INSURANCE The variance reflects a reduction on SRC intromissions and other minor variances. DEBT CHARGES As indicated in the Council's Treasury Management Strategy there was a requirement to utilise £0.350m from the Capital Fund to offset debt charges. HB/CTB SUBSIDY
The variance reflects lower than anticuipated level of expenduiure on the Council Tax Reduction Scheme.
Revenue It is proposed to earmark the following amounts: No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Description Chief Executive's Office - Internal Audit Staffing Restructure/Training Health and Safety European Match funding Family Support Change Fund (Early Years) Flood Risk Tower Street Senior Citizens Cabin Insurance settlement (Cabinet 20 May 2015) New Cumnock redevelopment works (Cabinet 18 June 2014) Property Maintenance - Children's House Children and Young Peoples Act: Early Learning & Childcare for 2 year olds Children and Young Peoples Act: Early Learning & Childcare for 2 year olds (out of work households) Children and Young Peoples Act: Workforce Development Young Workforce Development Council budget commitments (11 December 2014) Affordable Housing Total
In Year Fund Transfers Departmental balance c/f Transfer to uncommitted General Fund NET EXPENDITURE
Funded by Aggregate External Finance Transfer from Capital Fund Transfer from Renewal and Repairs Fund Utilisation of Previous Years Balances Total Funding
0.071 0.167 1.700 0.291 4.291
Revised Annual Actual Variance Budget (favourable) / adverse £m £m (227.914) (0.350) (0.384) (5.112) (233.760)
0.000 0.000 0.000 0.000 0.000 Actual Transfer £m (10.215) (0.524) (1.000) (11.739)
Departmental balance c/f Transfer to uncommitted General Fund Transfer to uncommitted Renewals and Repairs Fund Fund Transfers
Expenditure Income Net Expenditure
0.433
Actual Variance Budgeted (favourable) / adverse Transfer £m £m 0.193 (0.193) 0.136 (0.136) 233.760 (11.739)
Year End Fund Transfers
Housing Revenue Account
£m 0.053 0.108 0.264 0.111 0.460 0.039 0.118 0.143 0.012 0.321
Revised Annual Actual Variance Budget (favourable) / adverse £m £m 52.059 (52.059) 0.000
(2.397) (0.374) (2.771)
Key Points: Housing Revenue Account The HRA is £2.771m under budget mainly due to staff costs from the timing of filling vacancies, reduced debt charges, lower than anticipated energy costs, lower than budgeted void rent loss savings and the release of funds for a schools painterwork programme. In addition the level for bad debts resulting from under occupancy rent arrears are lower than anticipated due to changes to Discretionary Housing Payments. These variances are partly offset by lower than budgeted rent income due to the timing of completion dates for new builds and demolitions, additional transport costs and additional sub-contractor costs. It is proposed to earmark the following amounts: No 1 2 3 4 5 6
Description Housing Investment Programme - External Enhancements (Council 11 December 2014) Demolition Costs Hill Street/Montgomery Street 2014/15 Environmental Improvements IT Equipment Arran Drive - HAS Close Painting - HAS Total
Opening In year Movement Balance £m £m General Fund Balances Uncommitted Committed and Departmental Transformation Fund Total HRA Balances Total (all uncommitted)
£ 1.000 0.350 0.100 0.127 0.185 0.060 1.822
Closing Balance at 31/3/15 £m
(9.375) (14.527) (4.124) (28.026)
(0.860) (5.236) 0.469 (5.627)
(10.235) (19.763) (3.655) (33.653)
(6.342)
(2.771)
(9.113)
ALTERNATIVE DELIVERY MODELS
Alternative Delivery Models
Ayrshire Roads Alliance - Consolidated Budget Strategic Delivery Local Delivery - East Ayrshire Local Delivery - South Ayrshire Total
Revised Annual Budget £m 3.792 5.228 5.797 14.817
Projected Variance (favourable) / adverse £m 0.058 0.028 (0.317) (0.231)
Key Points: STRATEGIC DELIVERY This variance mainly reflects a shortfall in income in relation to bus shelter advertising reflecting the implementation of the new contract, along with additional expenditure on consultancy. This is partly offset by staff turnover and vacancies, reduced overtime cost, reduced transport costs and a saving on insurance. LOCAL DELIVERY – EAST AYRSHIRE This variance mainly reflects staff turnover, along with savings on street lighting materials and electricity, fuel, transport costs, debt charges, and sub-contractors. This is partly offset by a shortfall in income. LOCAL DELIVERY – SOUTH AYRSHIRE This variance mainly reflects staff turnover and vacancies, reduced electricity, along with savings on subcontractors, fuel, roads and vehicle maintenance materials. This is partly offset by a shortfall in income and additional vehicle hire , street lighting materials and leasing costs.
Alternative Delivery Models Projected Variance (favourable) / adverse £m (0.097) (0.001) (0.090) (0.155) (0.343) 0.030 (0.313) 0.021 0.000 (0.292)
Revised Annual Budget £m
East Ayrshire Leisure Trust
0.850 0.317 3.123 1.769 6.059 (6.139) (0.080) 0.000 0.080 0.000
Trust Chief Executive / Central Support Marketing and Development Cultural and Countryside Sport and Community Venues Net Expenditure Management Fee Total Designated Funds Transfer to Reserves Total after Transfer to Reserves Key Points:
TRUST CHIEF EXECUTIVE / CENTRAL SUPPORT The variance relates to the timing of filling vacant posts, recurring savings relating to NDR costs and management efficiences in supplies and services budgets partially offset by irrecoverable V.A.T. E books will be introduced as part of the library service amd £0.030m has been earmarked by the Council until the service is implemeted. MARKETING AND DEVELOPMENT The variance relates to the timing of filling vacant posts partially offset by additional expenditure on website development press and promotional materials and advertising costs. CULTURAL AND COUNTRYSIDE The variance relates to the timing of filling vacant posts, additional income including a grant to purchase the Eglinton Statue, reduced transport and premises costs. These are partly offset by additional expenditure on supplies and services and irrecoverable V.A.T. SPORT AND COMMUNITY VENUES Additional expenditure on employee expenses and irrecoverable V.A.T. are partly offset by reduced expenditure on equipment, reduced vehicle leases, non-recurring NDR savings and sports venue income. Income on community venues is under covered at year end. East Ayrshire Leisure Trust: Working days lost, by reason (2014/15)
Total
Stress Both work and personal
Musculo Skeletal
Injury Non Work
Stress - Personal
Respiratory
Angina/ Heart Problem
Operations/Recover y/ Treatments
Colds/ Flu
Pregnancy Related
Neuro - logical
Stomach/ Abdominal
Other
Headache/Migraine
Gynae - cological
Stress - Work Related
Viral Infection
14,000 12,000 10,000 8,000 6,000 4,000 2,000 0
East Ayrshire Leisure Trust: Occupational Health Referrals (2014/15) 6 5 4 3 2 1 0
5 3 2
1 0 New Referral
0
Ongoing
Welfare Referrals Physiotherapy Referrals
Short Term
0 New Referral
Ongoing
0
Welfare Referrals Physiotherapy Referrals
Long Term
TREASURY
Treasury
Maturity Profile of Loan Debt 30
£'m outstanding
25 20
15 10
5
2057
2055
2053
2051
2049
2047
2045
2043
2041
2039
2037
2035
2033
2031
2029
2027
2025
2023
2021
2019
2017
2015
0 Year of maturity
1.000
Investments (£'m) 1.000 0.866
4.002
0.050
0.007
4.994 4.991
5.088
8.800
5.088 5.089
5.000 5.000
5.000
5.000
5.000
5.000 5.000
5.000 5.000
5.000
5.000
Ignis MMF (8.800m) Blackrock MMF (5.088m) Prime Federation MMF (5.088m) Goldman Sachs MMF (5.089m) Standard Chartered (5.000m) Commonwealth Bank Australia (5.000m) Nationwide BS (5.000m) National Australia Bank (5.000m) Credit Suisse (5.000m) Toronto Dominion Bank (5.000m) Rabobank (5.000m) Bank of Montreal (5.000m) West Dunbartonshire Council (5.000m) North East Lincolnshire Council (5.000m) North Lanarkshire Council (5.000m) Bank of Scotland PLC (4.994m) Handelsbanken (4.991m) Barclays Bank PLC (4.002m) Santander (UK) PLC (1.000m) Debt Management Office (1.000m) Catrine Community Trust (0.866m) Scottish Dark Sky Observatory (0.050m) Loch Doon (0.007m)
Key Points: The Council had a total debt portfolio of £334.481m at the date of the report. 80% of this debt is with the Public Works Loan Board (PWLB), with the balance being loans with financial institutions. The average interest rate of all loans is 4.77%. The Council had a total investment portfolio of £95.975m at the date of the report. This was invested across a range of counterparties as permitted within the Treasury Management Strategy. An average interest rate of 0.64% was being earned on these investments. The longest duration of the investments is 1 year with Toronto Dominion Bank, Rabo Bank, Bank of Montreal, North East Lincolnshire Council and Commonwealth Bank Australia. 27% of the total invested is on "call" terms which essentially means instant access. The Council’s Investment Strategy identifies other local authorities as a permitted investment counterparty. There is an active market in short term borrowing and lending between Councils to align cash flow in terms of spend and income / deferred borrowing. Councils are considered to offer high levels of security and the strategy allows up to £10m to be invested with an individual authority. These deals are arranged through a broker.
CAPITAL PROGRAMME
Capital Budget Allocation (£m)
Expenditure to Date (£m)
Forecast Expenditure (£m)
4.250
4.170
4.250
Complete
Loudoun Academy Leisure Centre
1.300
1.660
1.660
Complete
Merger of Kirkstyle and Bellfield Primary Schools
12.400
0.019
12.400
Design
Bellsbank Primary School
5.000
0.002
5.000
Design
Muirkirk Primary School
4.900
0.004
4.900
Design
Galston Community Facilities
1.000
1.059
1.060
Development
Galston Office Facilities
2.800
0.313
2.800
Development
Onthank Primary School
4.332
4.304
4.332
Complete
Dunlop Primary School Extension
0.500
0.472
0.500
Complete
New Learning Campus, Kilmarnock
1.220
0.142
1.220
Design
Hurlford Primary School
2.180
0.086
2.180
Tender
Fenwick Primary School Extension
0.500
0.000
0.800
Design
Dalrymple Reconfiguration
1.200
0.044
2.100
Tender
Drongan Primary Reconfiguration
0.530
0.007
0.530
Tender
Cairns, Lainshaw, Auchinleck General Projects
1.900 3.504
0.003 1.242
1.900 1.242
Design
Educational & Social Services Flowerbank Early Years / Sir Alexander Fleming Centre
Primary
Current Milestone
N/A
Delivery Status
N/A
Key Points: Galston Office Facilities An opportunity recently presented itself for the Council to purchase the building currently occupied by the Co-op at Cross Street, Galston. The purchase of the building allows alternative options to now be explored in order to maximise any investment in the area. Hurlford Primary School The original intention was for the works at Hurlford Primary to be split into 3 distinct phases to assist with expediting the project whilst avoiding potential H&S complications and minimising disruption to the school. However, complications with listed building consent and availability of resources to complete the necessary design work has resulted in the Project Team being unable to undertake the Phase 1 works between May 15 to June 15 as originally planned. It is therefore proposed that all phases of work are consolidated together. Whilst this will result in a delayed start on site, it is anticipated that all works will be completed by Summer 16 as originally envisaged. Merger of Kirkstyle / Bellfield Primary School Following a Public Consultation Event on 23 April, the planning application for the project has now been submitted and work is on-going to prepare the tender information. Currently anticipated that tender issue will be mid to late June to allow appropriate assessment to be undertaken prior to documents being issued. Pre-tender estimate has been prepared and indicate that the project is still within the overall affordability cap; however, it should be noted that the risk always exists that market prices may come back higher. It is currently anticipated
Capital that works could commence on-site Autumn 2015 with completion targeted for Autumn 2016 Fenwick Primary School It is currently anticipated that the Phase 1 internal alterations will commence Summer 2015, with the Phase 2 works in relation to the new extension commencing on site early 2016, completing Summer 2016. Early pre-tender estimates indicate an anticipated cost of ÂŁ0.750m - ÂŁ0.800m as against the approved budget allocation of ÂŁ0.500m based on the current design proposals.
Replacement Schools - Muirkirk and Bellsbank Primaries Initial concept designs have been prepared for both the Muirkirk and Bellsbank Primary Schools. Whilst the Muirkirk Primary School proposals can be delivered within the allowable area metric, there have been some difficulties with the Bellsbank Primary School; primarily as a result of specific early years provision. As a result, it is recommended that additional space budget is allocated to the project. Further consultation on the design concepts for both the Muirkirk and Bellsbank Primary Schools with key internal and external has commenced and is anticipated to be completed by June 2015. Based on the current programme it is anticipated that both projects could commence on site Spring 2016 with an anticipated completion by Summer 2017. The new Bellsbank Primary School will be built on ground within the existing site, however, Muirkirk Primary School will have to be decanted to allow the existing school to be demolished and the new facility built. New Learning Campus, Kilmarnock Work has now commenced on Stage 2 development. The revised delivery programme from hub South West indicates that Financial Close will not now be reached until November 2015. The timescales are extremely challenging and will have implications on internal resources, particularly legal and technical, if the Council is to maintain its obligations in terms of the revised programme. An issue has also recently been raised by the Roads Section regarding improvements to roads infrastructure in and around the proposed site. Early indications are that some widening may be required to Sutherland Drive and additional crossings / park and stride solutions installed at strategic points around about the site. It should be noted thatthe issue in relation to ESA 10 outlined to Cabinet on 18 February 2015 has still not been resolved and continues to be a risk to project progress. Early Learning and Childcare Provision A number of projects are currently being progressed with regards to additional funding received by the Scottish Government for implementation of the Children and Young People Bill. Dalrymple following a poor response to a tender issue, the project was retendered. Whilst tenders are still being evaluated, the indication is that costs are significantly above the proposed budget allocation. Given the financial complications it is currently anticipated that works will not now start on-site until Autumn 2015 with a completion by Summer 2016. Drongan - tenders currently being prepared for issue. Anticipated that works to form the new nursery will start on site June 2015 with a completion by early 2016, with the works to form the new Community Centre Wing to be completed by May 2016. Cairns, Lainshaw, Auchinleck - concept designs have been prepared.
Capital Budget Allocation (£m)
Expenditure to Date (£m)
Forecast Expenditure (£m)
Finance & Corporate Support General Projects Energy Efficiency Transformation Strategy Fund Public Services Network Neighbourhood Services
0.814 3.000 4.470 2.300
2.116 0.595 0.551 1.933
2.116 3.000 4.470 2.300
N/A
Doon Academy Synthetic Pitch
0.941
0.691
0.691
Complete
Depot Improvements Lugar Recycling/Outdoor Amenities Dean Road Bridge Kilmarnock Town Centre Regeneration (General) Cumnock Town Centre Regeneration Cumnock Town Hall
4.000
0.349
4.000
Phased
3.710
0.173
3.710
Tender
1.850
1.295
1.850
Construction
5.000
0.078
5.000
Development
4.000
0.098
4.000
Design
1.048
0.969
1.048
Complete
Other Town Centre Regeneration
6.000
0.000
6.000
In Progress
Dean Castle Country Park Council House Building Programme (SLP) General Projects
0.200
0.000
0.200
Development
27.813
20.325
30.739
Construction
10.752
5.668
5.668
N/A
N/A
Housing Investment Programme
14.679
14.694
14.694
N/A
N/A
Current Milestone
Status
N/A
In Progress In Progress In Progress
Key Points: Glaisnock Shopping Centre A tender has been awarded for the project to construct seven retail units at Townhead Street, Cumnock. Currently anticipated that works could commence on site June 2015, with completion targeted for early 2016. As construction of the units will impact on existing parking provision a temporary carpark has been formed on ground adjacent to Rothesay House. The temporary carpark will be upgraded to permanent along with construction of a new road bridge linking to the existing Glaisnock Centre carpark. Timescales for this are currently being assessed. Depot Improvements A programme of work has been agreed with Neighbourhood Services regarding development of facilities at the Western Road Depot. The proposed works will be undertaken on a phased basis; Phase 1 – Mine shaft stabilisation and works to refurbish welfare facilities are completed. Enabling works to move sub-station are currently being designed, anticipated tender issue June 15. Phase 2 – Refurbishment of Office facilities (commenced on site, anticipated completion end July 15). Phase 3 – Demolition of Bailing Shed (anticipated start Oct 15), Phase 4 – Internal alterations to MRF facility (start date to be confirmed), Phase 5 – Improvement works to recycling facilities and roads infrastructure (start date to be confirmed). Lugar Waste & Recycling and Outdoor Amenities Centre Proposals for the development of a Waste & Recycling and Outdoor Amenities Centre in the south of the authority are subject to an options appraisal process, taking account of site constraints and cost implications while satisfying the spend to save requirements of the project.
Capital Dean Castle Country Park The final Stage 2 submission to Heritage Lottery Fund (HLF) for the development of new facilities at Dean Castle Country Park was submitted in February 2015; outcome awaited. The separate application to HLF in respect for Stage 1 funding for the restoration works to the Dean Castle and Palace buildings was also submitted in February 2015; outcome also awaited. The separate works to repair the Keep roof funded by the Council have now been completed. Cumnock Town Hall Design complications due to structural issues are currently delaying the installation of the new sound and lighting rig commissioned by East Ayrshire Leisure Trust. Property and Facilities Management staff are working collaboratively with structural engineers and the Leisure Trusts own suppliers of the sound and lighting rig. An appropriate solution has been agreed, awaiting final sign-off prior to application for Building Warrant and commencement of works on site. Council House Build Programme The following developments have now been completed and handed over - Robertland Square, Stewarton on 25 September 2014; Gilbert Burns Place, Mauchline on 2 December 2014; Lilyhill Gardens, Kilmarnock on 9 January 2015, Ayr Road, Cumnock on 21 January 2015, Rennie Street, Kilmarnock on 12 February 2015, West Langland Street, Kilmarnock on 24 April 2015. Works at Brewlands Street, Galston on (anticipated completion mid June 2015) and Portland Street, Kilmarnock (anticipated completion end July 2015), Hillhead Crescent, Kilmarnock (anticipated completion July 2015), Chapel Lane, Galston (anticipated completion August 2015) and Lochore Terrace, Darvel (anticipated completion Dec 2015) are currently progressing to programme. Proposals for additional houses on the site of the former Cumnock Chronicle building Ayr Road, Cumnock are currently in development; anticipated works could commence on site late 2015. Identified projects for 2015/16 are making progress. However, the demolition works and follow on site investigations at Montgomery Street/Hill Street may be impacted by delays in negotiating buy backs, which has the potential to affect full draw down of Scottish Government grant. A meeting has been arranged with the Scottish Government to discuss options in the event that progress is impeded, in order to maximise uptake of the grant.
PEOPLE
People 2014/15
2013/14
Average Number of employees
Number of working days lost
Days lost per FTE employee
18 522 1,227 1,156 1,066 1,044 5,032
140.4 4,691.0 10,236.3 6,076.3 10,229.0 9,850.9 41,224
8.0 9.0 8.3 5.3 9.6 9.4 8.2
Chief Executive’s Office* Finance & Corporate Support. Educational & Social Services (LGE). Educational & Social Services (Teachers). Health and Social Care Partnership Neighbourhood Services. East Ayrshire Council
Days lost per FTE employee
19.1 6.4 9.4 5.1 N/A
8.3 7.9
* including Internal Audit and Health and Safety
Average number of working days lost (All Staff) - Annual Equivalent Value 15.0 10.0
7.3
7.3
7.4
5.6
Period 3
Period 4
6.0
7.6
7.4
10.6
9.2
9.8
10.3 7.9
6.6
5.0 0.0 Period 1 Period 2
Period 5 Period 6
Period 7
2014/15
Period 8
Period 9 Period 10 Period 11 Period 12 Period 13
2013/14
Leavers as a percentage of employees 6.0% 4.0%
2.0%
0.6%
0.5%
0.9%
0.5%
0.8%
0.8%
0.8%
1.5% 0.4%
0.3%
0.6%
0.4%
0.5%
0.0% Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period 10 Period 11 Period 12 Period 13
2014/15
2013/14
Note: data for period 1 to period 5 2012/13 is unavailable following a change in collection frequency.
Vacancies Advertised: Restricted Open Total
2014/15 124 450 574
2013/14 181 384 565
Grievances (2014/15): Chief Executive's Office Finance and Corporate Support Educational and Social Services Health and Social Care Partnership Neighbourhood Services Collective Grievances Total
Stage 1 0 0 0 0 0 0 0
Stage 2 0 0 1 5 7 2 15
Stage 3 0 0 0 0 2 1 3
Stage 4 0 0 0 0 0 0 0
People Verbal / Written 0 11 11 25 48 95
Disciplinary Action (2014/15): Chief Executive's Office Finance and Corporate Support Educational and Social Services Health and Social Care Partnership Neighbourhood Services Total
Final
Dismissal
Other
0 0 3 5 12 20
0 3 2 0 3 8
0 0 7 6 12 25
Working days lost, by reason (2014/15) 60,000
50,000 40,000 30,000
20,000 10,000
Total
Chronic Fatigue Syndrome
Endocrine
Gynae - cological
Skin Conditions
Neuro - logical
Stress Both work and personal
Headache/Migraine
Pregnancy Related
Viral Infection
Angina/ Heart Problem
Workplace Injury
Respiratory
Other
Injury Non Work
Colds/Flu
Stress WORK RELATED
Stomach/ Abdominal
Stress PERSONAL
Musculo Skeletal
Operations/Recovery/Treatment
0
Occupational Health Referrals (2014/15) 180 160 140 120 100 80 60 40 20 0
160 132
125 63
17
6 New Referral
Ongoing
Welfare Referrals
Short Term
7 Physiotherapy Referrals
New Referral
Ongoing
Welfare Referrals
16 Physiotherapy Referrals
Long Term
Key Points: The Council introduced a revised Sickness Absence Management Policy effective from 1 April 2013 which was designed to reduce the number of days lost each year. In 2014/15 the Council reported 7.8 days lost per employee, compared to 7.9 days lost per employee in 2013/14. During 2014/15, 1,126 employees hit absence triggers as set out in the Council’s Sickness Absence Management Policy. In total, 101 employees, or 9.0% of all staff who hit an absence trigger, have been dicisplined.
HEALTH AND SAFETY
Health and Safety Reportable Incidents 8 6
1
1
4 2 0
2
5
1 1
1 2
2
2
1 2
2 1
3
6
5
6
3
2
1
Period 1 Period 2 Period 3 Period 4 Period 5 Period 6 Period 7 Period 8 Period 9 Period 10 Period 11 Period 12 Period 13
RIDDOR - Employees' Injuries
RIDDOR - Others' Injuries
RIDDOR - Reportable Disease
RIDDOR - The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995
Key Points: During 2014/15 there were a total of 1,766 incidents reported to the Health and Safety Team. This is a decrease of 3% when compared with 2013/14 where there were 1826 incidents reported. Of the 1,766 incidents reported to the Health and Safety Team during 2014/15, 50 required to be reported to HSE in line with RIDDOR. The ‘Causes’ of the 50 incidents were: Slips/Trips/Falls (17 incidents), Manual Handling (5 incidents), Vehicle Accident (5 incidents), Struck by Falling / Moving Object (4 incidents), Violence and Aggression (4 incidents), Lack of Personal Care (3 incidents), Inclement Weather (2 incidents), Occupational Disease (2 incidents), Operator Error (2 incidents), Other (2 incidents), Fall from Height (1 incident), Poor Housekeeping (1 incident), Sport and Activities (1 incident) and Struck by Falling Materials (1 incident). Non Reportable Incidents 300 200 100 0
52 68
53 74
77 76
22 36
31 44
73 94
51 63
75 85
Period 1
Period 2
Period 3
Period 4
Period 5
Period 6
Period 7
Period 8
Non-Reportable: Employees' Injuries
48 75
94 101
50 39
92 91
61 91
Period 9 Period 10 Period 11 Period 12 Period 13
Non-Reportable: Others' Injuries
Key Points: Of the 1716 ‘non-reportable’ incidents reported to the Health and Safety Team, the 3 main ‘Causes’ were: Violence and Aggression (44%), Slips-Trips-Falls (13%), and Near Miss (9%)
Location of NonNon-Reportable Reportable Incidents (2014/15) Location of Incidents (Period 1 to 6) 2000
Housing Stock or Hostels
1500
0.024210526 0.068947368 0.091315789
1000Leisure Facilities and public places
0.218947368
500
0.546578947 Total
0.6
Lunch Club
Hospitals
Supported Learning Centres
Catering
EAST
0.4
Community Centres
Communication Centre
Cleaning
Janitorial
0.2
Residential
Resource Centre
Hostels
Children’s Houses
Service User’s Home
0
Offices
Depots
Early Childhood Centres
Secondary Schools
On Site
Primary Schools
Special Schools
0
Educational astablishments
A high percentage (61%) of non-reportable incidents occurred within Educational Establishments, including Special Schools and Additional Support Needs facilities.
Health and Safety Key Points: Number of violence and aggression incidents (Reportable and Non -Reportable) 150
100
85
71
68
53
50
17
24
Period 4
Period 5
66
81
66
53
76
73
30
0 Period 1
Period 2
Period 3
Period 6
Period 7
2014/15 Number of violence and aggression incidents (Educational Establishments*)
50
100
26
61 61 58 12
24
26
16
15
16
17
20 11
7
4.2
2.9
2.5
15
Target
2.9 Period 13
Period 12
Period 7
2.6
Period 11
Period 10
Period 6
3.3
Period 11
3.4
Period 10
2.9
Period 9
3.2
Period 8
2.6
Period 5
Period 2
Period 1
2.9
Period 4
3.8
15
6
2014/15
Period 3
2.3
Period 9
Period 8
Period 7
Period 6
Period 5
Period 4
Period 3
Period 2
Period 1
Period 13
Period 12
Period 11
Period 10
Period 9
Period 8
Period 7
Period 6
Period 5
Period 4
Period 3
Period 2
Period 1
0
Average days to report an incident 5.0 4.0 3.0 2.0 1.0 0.0
12
Period 13
59 50 55 41
53 45
Period 12
41
1 0
Period 9 Period 10 Period 11 Period 12 Period 13
Number of violence and aggression incidents (Excluding Educational Establishments*)
150
50
Period 8
2013/14
* Educational Establishments includes early childhood centres, primary schools, secondary schools, special schools and ASN Facilities.
Key Points: During 2014/15 there were 763 incidents of Violence and Aggression, 4 of which required to be reported to HSE in line with RIDDOR. This is a decrease of 159 incidents when comparing to 2013/14 when there were 922 incidents. The average number of days to report an incident during 2014/15 was 3 days. This is a decrease of 0.5 days when comparing to 2013/14 where the average number of days to report an incident was 3.5 days
Number of days lost to work related stress 400.0
300.0
336.0
285.0
224.0
221.0
200.0
165.0
173.0
182.0
Period 4
Period 5
Period 6
240.0
230.0
290.0
195.0
251.5
225.5
100.0 0.0 Period 1
Period 2
Period 3
2014/15
Period 7
Period 8
Period 9 Period 10 Period 11 Period 12 Period 13
2013/14
Key Points: In 2014/15, 3,018 working days were lost due to work related stress, compared to approximately 3,100.5 working days last year. Where an employee is absent due to work related or personal stress then they are subject to the set early intervention arrangements which require immediate referral to the Occupational Health Service for initial assessment of the reasons for the absence and consideration of whether, at that stage, referral to a medical adviser is required.
COMPLAINTS
Complaints Complaints Received (2014/15) Dealt with Dealt with Dealt with Under Number of Under Under Stage 1 then complaints Stage 1 only Stage 2 only Stage 2
Finance and Corporate Support. Educational and Social Services Neighbourhood Services. Cross Department East Ayrshire Council
11 19 53 0 83
2 2 6 1 11
6 0 9 0 15
19 21 68 1 109
Key Points: During the 2014/15, a total of 109 complaints were dealt with. As at 31 March 2015, 104 of these were closed and 5 remained open. This compares with 188 complaints that were dealt with during the same period in 2013/14. Improvement activities have been identified during the reporting period including:• a change to procedures relating to the settlement of ex-gratia payments within Housing Asset Services; • the issuing of a Safety Flash to all Waste Management drivers regarding working in the vicinity of schools; • following a complaint with regard to the interpretation of what is meant by “pre-acceptance” of an offer of Housing, the wording on the correspondence has been amended to aid understanding; • customer care training being provided to all Revenues and Benefits employees; • the review of the planning neighbourhood notification process with the implementation of a revised procedure to enhance the accuracy of the consultation process; • a review of the planning discharge of condition process which was streamlined to fast track cases when received by the Planning Authority; and • email issued to all Engineering Staff regarding keeping all effected residents informed when alterations are made to previously issued traffic management arrangements, as a result of changes to planned carriageway surfacing work.
Complaints Closed Complaints Closed (2014/15)
Stage 1 Complaints Stage 2 Complaints
Number Closed
Number Closed Within Time
Average Days to Respond
Upheld in Full
Partially Upheld
97 15
46 (47.4%) 12 (54.5%)
10.0 29.4
20 (20.6%) 4 (18.2%)
23 (23.7%) 8 (36.4%)
Average number of days to respond 50.0
stage 1 stage 2
Finance and Educational Corporate Neighbourhood and Support Social Cross Services Services Department East Ayrshire 7.7 18.8 7.9 10 41.0 26.4 30.1 41.0 29.4 30.1
29.4
26.4
18.8 7.3
7.9
0.0 Finance and Corporate Support Educational and Social Services Neighbourhood Services Cross Department stage 1 stage 2
10.0
East Ayrshire
Key Points: The average number of days to respond to a Stage 1 complaint was 10.0 days for the reporting period, while the average number of days to respond to a Stage 2 complaint was 29.4 days. This compares with 7.8 days for Stage 1 and 27.1 days for Stage 2 complaints reported in 2013/14.
STATUTORY PERFORMANCE INDICATORS
Statutory Performance Indicators Introduction In the pages which follow, detailed information is provided on the full range of performance information that is reported by the Council. This data falls into two categories, based on guidance from Audit Scotland. The first of these categories is ‘Corporate Management’ and the second is ‘Service Performance’. It should be noted that for a small number of indicators, 2014/15 performance data is not yet available. This is due to a time lag in the production of the data and relates mainly to indicators which are collected by agencies external to East Ayrshire Council. The reporting framework is subject to annual review, with no changes made in 2014/15 to the previous year's reporting framework. Figures presented in 'italics' reflect a small number of updates which have been made to the statistics previously presented to Cabinet in June 2014. Performance data covering the last three financial years is included. Where identified, additional information in relation to performance has been provided at the end of the section.
2012/13
2013/14
2014/15
49.0%
58.2%
47.4%
44.1%
31.5%
20.6%
26.5%
22.4%
23.7%
70.0%
59.3%
54.5%
40.0%
22.2%
18.2%
50.0%
29.6%
36.4%
87.6%
83.7%
86.1%
£12.32
£10.95
£4.32
93.8%
93.7%
94.0%
96.7%
97.5%
96.9%
90.6%
90.6%
92.3%
CORPORATE MANAGEMENT RESPONSIVENESS TO COMMUNITIES 1. Complaints: Percentage of complaints responded to in full at Stage 1 within time.
2.
Percentage of complaints responded to Stage 1 which were upheld. Percentage of complaints responded to Stage 1 which were partially upheld. Percentage of complaints responded to Stage 2 within time. Percentage of complaints responded to Stage 2 which were upheld. Percentage of complaints responded to Stage 2 which were partially upheld. Freedom of Information (FOI): Percentage of FOI requests responded working days.
in full at in full at in full at in full at in full at
to in 20
REVENUES AND SERVICE COSTS 3. Council Tax: Cost of collecting Council Tax per dwelling. (Note 1) 4. Council Tax: Percentage of Council Tax that was received during the year. Overall percentage of Council Tax income for all prior years that was received. 5. Invoices: Number of invoices paid within 30 calendar days of receipt as a percentage of all invoices paid.
6. 7.
8.
2012/13
2013/14
2014/15
Home Care: The unit cost of home care. Arts & Museums:
£14.69
£14.83
£15.04
Cost per visit across Arts and Museums facilities.
£3.79
£3.49
£2.11
£3.02
£3.11
Available July 2015
100.0%
98.5%
Available July 2015
£689
£598
£1,737
£1,509
84%
92%
16%
8%
£2.29
£9.42
£24.09
5.9
5.1
5.3
11.0
8.8
9.1
35.1%
41.2%
39.4%
43.8%
43.7%
49.6%
8.4%
11.6%
8.6%
97.5%
97.8%
98.3%
82.3%
88.7%
90.5%
84.8%
85.5%
85.9%
21.8
21.1
19.7
323,992
334,896
331,446
School meals: Average cost of producing school meals. Satisfaction levels.
9.
Winter maintenance: Cost of winter maintenance per km of road network. Cost per gritted km of priority roads network.
10.
11.
Road maintenance expenditure: Percentage of actual maintenance expenditure that is planned/proactive. Percentage of actual maintenance expenditure that is reactive. Recycling: Net cost of recycling per premise. (Note 2)
EMPLOYEES 12. Sickness absence: Average number of days lost for teachers. Average number of days lost for other local government employees. 13. Equal opportunities: Percentage of highest paid 2% of earners among Percentage of highest paid 5% of earners among council employees that are women. 14. Turnover: Leavers in the last year as a percentage of the average total staff. ASSETS 15. Assets: Proportion of operational accommodation that is in a satisfactory condition. Proportion of operational accommodation that is suitable for its current use. 16. Energy performance: Percentage of buildings rated ‘F’ or above. 17. Office Accommodation: Occupancy rates for office accommodation expressed as square metres per Full Time Equivalent (FTE). Extent of operational portfolio expressed in square metres.
Available October 2015 Available October 2015 Available October 2015 Available October 2015
18.
19.
Condition of the School Estate: Percentage of schools graded A (Good). Percentage of schools graded B (Satisfactory). Percentage of schools graded C (Poor). Percentage of schools graded D (Bad). School capacity: Percentage of primary schools where ratio pupils to places is 0-40%. Percentage of primary schools where ratio pupils to places is 41-60%. Percentage of primary schools where ratio pupils to places is 61-80%. Percentage of primary schools where ratio pupils to places is 81-100%. Percentage of primary schools where ratio pupils to places is 101% or more. School capacity: Percentage of secondary schools where ratio pupils to places is 0-40%. Percentage of secondary schools where ratio pupils to places is 41-60%.
of of of of of
of of
Percentage of secondary schools where ratio of pupils to places is 61-80%. Percentage of secondary schools where ratio of pupils to places is 81-100%. Percentage of secondary schools where ratio of pupils to places is 101% or more. PROCUREMENT 20. PECOS: Value of spend through PECOS as a percentage of council (non-pay) spend. SUSTAINABLE DEVELOPMENT 21. Eco-schools: Percentage of schools achieving: Bronze. Percentage of schools achieving: Silver. Percentage of schools achieving: Green Flag Status. EQUALITIES AND DIVERSITY 22. Accessibility: Percentage of council buildings in which all public areas are suitable for and accessible to disabled people. (Note 3) 23. Ethnic minority: Percentage of the local population who are from an ethnic minority. Percentage of the total workforce who are from an ethnic minority.
2012/13
2013/14
2014/15
18.9% 67.9% 11.3% 1.9%
28.6% 66.1% 5.4% 0.0%
33.3% 63.0% 3.7% 0.0%
7.0%
4.8%
7.1%
30.2%
35.7%
28.6%
41.9%
40.5%
45.2%
20.9%
19.0%
19.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
22.2%
22.2%
33.3%
55.6%
55.6%
44.4%
22.2%
22.2%
22.2%
0.0%
0.0%
0.0%
48.0%
56.8%
55.7%
80.4% 71.4%
80.0% 74.5%
80.0% 74.5%
42.9%
47.3%
49.1%
79.7%
83.3%
82.1%
0.7%
1.3%
1.3%
0.3%
0.3%
0.3%
24.
2012/13
2013/14
2014/15
0.9%
0.8%
1.0%
£38.89
£44.75
£41.12
16.0 days
15.8 days
8.3 days
65.3%
38.5%
81.8%
97.6%
98.3%
97.0%
598.1
610.5
550.8
98.6%
98.6%
98.5%
50.9%
54.3%
56.3%
90.9%
91.4%
91.3%
96.6%
96.5%
96.8%
4.2
3.1
5.9
0.0
0.0
0.0
82.4%
90.7%
83.6%
652
656
561
917
873
887
3,075
3,146
2,980
1,663
1,665
1,095
Total number of respite weeks provided: 18-64.
3,727
3,802
3,540
Total number of respite weeks provided: 65+.
2,580
2,538
1,982
Disabilities: Percentage of workforce who have declared they are disabled under the terms of the Disability Discrimination Act 1995.
SERVICE PERFORMANCE BENEFITS ADMINISTRATION 25. Administration costs: Gross administration costs per benefits case. 26. Benefits Processing: Average time for processing claims. Percentage of claims processed within 14 days of receiving all information. Percentage of claims processed accurately. COMMUNITY CARE 27. Homecare: Number of homecare hours per 1,000 population age 65+. As a proportion of home care clients age 65+, the number receiving personal care. As a proportion of home care clients age 65+, the number receiving a service during As a proportion of home care clients age 65+, the number receiving a service at weekends. 28. Living At Home: Percentage of older people aged 65 or older, who live in housing rather than a care home or hospital 29. Accessibility: Number of people waiting longer than target for assessment per ‘000 population. Number of people waiting longer than target time for service per ‘000 population. 30. Staff qualifications: The percentage of personal carers who are qualified to SSSC (Scottish Social Services Council) standard. (Note 4) 31. Respite care: Total number of overnight respite weeks provided: 18-64. Total number of overnight respite weeks provided: 65+. Total number of daytime respite weeks provided: 18-64. Total number of daytime respite weeks provided: 65+.
CRIMINAL JUSTICE SOCIAL WORK 32. Social Enquiry Reports: Number of reports submitted to the courts during the year. Percentage of these submitted by the due date. CULTURAL & COMMUNITY SERVICES 33. Pools/other leisure facility attendances: Number of attendances per 1,000 population for pools. Number of attendances per 1,000 population for other indoor sports and leisure facilities, excluding pools in a combined complex. 34. Visits to and use of museums: Number of visits to/usages of council funded or part funded museums per 1,000 population.
35.
Number of those visits that were in person per 1,000 population. Library usage: Number of visits per 1,000 population.
Borrowers as a percentage of the resident population. 36. Adult literacy: Number of adult literacy learners achieving intermediary outcomes as set in their Individual Learning Plans. 37. Learning Centres: Number of times Learning Centre terminals are used per 1,000 population. Percentage of resident population who use Learning Centres. PLANNING 38. Planning applications :
2012/13
2013/14
2014/15
999
871
857
98.6%
99.0%
98.4%
2,742
2,106
2,305
9,503
9,565
9,242
2,667
3,209
3,655
1,433
1,427
1,325
4,141
3,802
3,492
15.5%
14.1%
14.3%
96.1%
88.8%
93.7%
574.6
645.1
563.8
4.6%
4.9%
4.5%
39.4
140.8
12.4
17.4
14.7
95.4%
93.1%
95.4%
Average time (weeks) to deal with the major planning applications determined during the year. (2012/13 data based on all major planning applications; 2013/14 data based on major planning applications from 2009 onwards in line with the Scottish Government's revised guidance).
195.0
Average time (weeks) to deal with major planning applications (from 2009 onwards).
39.5
Average time (weeks) to deal with local planning
39.
applications determined during the year. Building warrants: Percentage of warrants determined within 6 days of receipt of all outstanding information.
2012/13
2013/14
2014/15
99.9%
99.5%
99.0%
Average income per warrant.
£363
£525
£424
Income as a percentage of the value of development plans submitted.
0.9%
0.5%
0.7%
12.6 weeks
9.5 weeks
12.5 weeks
83.6%
87.9%
Available September 2015
31.5%
36.2%
Percentage of school leavers entering full-time further education.
37.6%
37.6%
Percentage of school leavers entering training
4.1%
2.7%
16.8%
14.8%
9.0%
8.7%
1.0%
0.0%
Percentage of applications responded to within 20 days of being valid.
The average time to process building warrants. EDUCATION OF CHILDREN 40.
Additional Support: Percentage of pupils with Individual Education Plans meeting targets.
41.
42.
Destination of school leavers: Percentage of school leavers entering full-time higher education.
Percentage of school leavers entering employment. Percentage of school leavers entering other known destination. Percentage of school leavers entering unknown destination. Looked after children: Average tariff scores of all looked after children in S4 and S5 in the current academic year.
43.
94.7
117.2
16.0
16.7
Available December 2015
Available December 2015
Exclusion rates: Number of exclusion incidents per 1,000 pupils: Primary.
Number of exclusion incidents per 1,000 pupils: 81.6 Secondary. Number of exclusion incidents per 1,000 pupils: 65.2 Special. 44. Pupil to staff ratio: Pupil to staff ratio in educational establishments: 16.5:1 Primary. Pupil to staff ratio in educational establishments: 12.7:1 Secondary. Pupil to staff ratio in educational establishments: 4.4:1 Special. CHILD PROTECTION AND CHILDREN'S SOCIAL WORK 45. Child Protection re-registrations: Proportion of Child Protection re-registrations in12.5% year.
54.1
Available September 2015
67.8
16.9:1
17.0:1
12.5:1
12.4:1
4.4:1
4.4:1
15.0%
8.4%
2012/13
2013/14
2014/15
78.0%
67.9%
88.4%
7 (100%)
19 (94.7%)
14 (100%)
91.3%
92.0%
93.2%
86.1%
91.7%
98.1%
2.2%
2.0%
2.7%
42.0 days 84.5 days
30.3 days 80.2 days
34.1 days 90.9 days
220 days
181 days
266.9 days
4.7%
5.7%
5.0%
2.6%
6.0%
4.6%
56.1%
61.2%
61.8%
Average debt owed by tenants leaving in arrears as a proportion of the average weekly rent.
7.7 weeks
7.9 weeks
8.4 weeks
Proportion of arrears owed by former tenants that was either written off or collected during the year.
42.9%
26.6%
14.8%
285
175
332
100.0%
100.0%
100.0%
53.4%
51.4%
65.4%
4.2%
6.3%
2.7%
46.
Children’s Reporter Liaison: Percentage of reports submitted to the Scottish Children's Reporter Administration (SCRA) by the due date. 47. Child Protection Orders: Number and percentage of Child Protection Orders made within 24 hours. HOUSING AND HOMELESSNESS 48. Repairs to council dwellings: Overall percentage of repairs completed within target. 49. Housing Quality: Proportion of the council’s housing stock which meets the Scottish Housing Quality Standard (not excluding those for which there is and abeyance or an exemption). (Note 5) 50. Voids: Total annual rent loss (from council dwellings) due to voids, expressed as a percentage of the total amount of rent due in the year. 51.
52.
53.
Re-lets: Average re-let time for non low demand stock. Average re-let time for low demand stock. Average period that low demand properties were void. Tenant arrears: Current tenant arrears as a percentage of the net amount of rent due in the year. Percentage of current tenants owing more than 13 weeks rent at year end, excluding those owing less than £250. Proportion of those tenants giving up their tenancy during the year that were in rent arrears.
Homelessness: Number of households assessed during the year (Permanent Accommodation). Percentage of decision notifications issued within 28 days of initial presentation (Permanent Accommodation). Percentage who are housed (Permanent Accommodation). Percentage of cases reassessed within 12 months of completion of duty (Permanent Accommodation).
Number of households assessed during the year (Temporary Accommodation).
54.
55.
56.
Percentage of decision notifications issued within 28 days of initial presentation (Temporary Accommodation). Percentage of cases reassessed within 12 months of completion of duty (Temporary Accommodation). Percentage of those provided with permanent accommodation in council stock who maintained tenancy for at least 12 months. Repairs: Percentage of repairs appointments kept. Average end to end time taken to complete a repair, from the time that the repair is logged to completion of the job to the tenants’ satisfaction. Housing repairs – first time fix rate. Gas Safety: Percentage of gas appliances with current safety certificates. Domestic noise complaints: a) The number of domestic noise complaints received during the year. i) Settled without the need for attendance on site. (Note 6) ii) Requiring attendance on site. (Note 6) iii) Dealt with under part V of the Antisocial Behaviour Scotland Act 2004. (Note 6) n/a b) For those in a)ii above, the average time (hours) between the time of the complaint and attendance on site. For those in a)iii above, the average time (hours) between the time of the complaint and attendance on site.
57.
Trading Standards: Percentage of consumer complaints completed within 14 days. Percentage of business completed within 14 days.
58.
advice
requests
Non domestic noise complaints: Number of complaints of non domestic noise received during the year settled without the need for formal action. Number of complaints of non domestic noise received during the year requiring formal action. Average time (calendar days) to institute formal action.
2012/13
2013/14
2014/15
124
86
70
100.0%
100.0%
100.0%
8.1%
9.3%
10.0%
57.2%
54.3%
57.5%
96.0%
99.3%
99.7%
3.7 days
2.9 days
2.8 days
96.2%
96.5%
97.8%
100.0%
100.0%
100.0%
383
369
215
201
234
215
8
0
n/a
174
135
n/a
0.7
0
n/a
0.8
0.6
n/a
75.7%
76.1%
72.8%
100.0%
100.0%
100.0%
64
40
26
2
1
0
1 day
22 days
n/a
59.
Antisocial behaviour: Number of Antisocial Behaviour Orders Applications. Percentage of Antisocial Behaviour Orders Applications raised within 7 working days from agreeing instruction with Housing.
ROADS AND LIGHTING 60. Roads maintenance: Percentage of the road network that should be considered for maintenance treatment. 61. Street Lighting and Traffic Lights: Percentage of street lighting columns over 30 years old. The percentage of street lighting repairs completed within 7 days. The percentage of traffic light repairs completed within 48 hours. 62. Bridges: The percentage of council bridges not meeting the European Standard of 40 tonnes. The percentage of council bridges that have a weight or width restriction placed on them. The percentage of private bridges not meeting the European Standard of 40 tonnes. The percentage of private bridges that have a weight or width restriction placed on them. 63.
Road Condition: Number of reactive maintenance repairs. Percentage of reactive maintenance repairs responded to within target.
WASTE MANAGEMENT SERVICES 64. Refuse collection and disposal: Net cost per premises of refuse collection. Net cost per premises of refuse disposal. 65. Waste Recycling: Percentage of household waste collected that was recycled and composted. 66. Cleanliness: The cleanliness index achieved following inspection of a sample of streets and other relevant land.
2012/13
2013/14
2014/15
3
4
4
100.0%
100.0%
100.0%
40.6%
41.7%
40.8%
39.7%
37.0%
36.7%
97.1%
97.1%
99.1%
95.8%
98.6%
Available July 2015
13.3%
13.2%
12.6%
1.3%
0.9%
0.9%
5.7%
4.5%
4.5%
2.9%
2.3%
2.3%
139
103
61
87%
89%
82%
£57.57 £97.28
£53.93 £102.90
£65.06 £101.81
44.5%
49.1%
51.1%
74
75
79
Statutory Performance Indicators Note 1: (SPI 3) There is a positive general trend in relation to the cost of collecting Council Tax, with significant improvement in 2014/15 attributed to the planned rationalisation of the local office network, together with changes in accounting practice for central support costs. Note 2: (SPI 11) The significant increase in net cost of recycling per premise can be attributed to the roll out of food and plastics recycling, which includes initial set up costs. Note 3: (SPI 22) In 2014/15, due the removal of 16 properties from the Council’s portfolio (and no properties added), ten of which had disabled access, and changes to the accessibility rating of a number of buildings resurveyed in year, there has been a reduction in the number of buildings with disabled access from 125 in 2013/14 to 110 in 2014/15. Note 4: (SPI 30) Revised methodology was used to calculate the percentage of carers with personal qualifications in 2014/15; therefore, this year’s performance measurement is not comparable with previous years. Note 5: (SPI 49) At 31 March 2015, 1.9% of the Council’s housing stock (243 units) was either in abeyance or exemption (195 abeyance and 48 exemptions). Abeyance occurs where the repair work could not be carried out, for example, due tenant refusals or because owners objected to common repairs work being carried out. Exemptions arise where repairs could not be performed because of technical reasons, legal reasons or disproportionate cost. Note 6: (SPI 56 ) The context for dealing with domestic noise complaints has changed since the withdrawal of the Ayrshire Out of Hours Service as at April 2014. Since that time, an alternative delivery model has been implemented, which provides a reactive service based on receipt of noise complaints through a dedicated telephone number, with advice provided by the Environmental Health Service.
RISKS
Risk No.
1a
Risk
Risk Owner
Overall Risk
We consider the overall risk rating to be High as there remains significant uncertainty within the United Kingdom as to the longer term impact of the Comprehensive Spending Review, recent Budget announcements and the ongoing austerity measures. Projections included in the Transformation Strategy Update Report presented to Cabinet on 10 December 2014, anticipate a balanced budget by 2017 following the rephasing of a number of savings, and assuming the delivery of all previously approved efficiencies and workstreams. The recent Scottish Government policy to maintain teacher numbers and the pupil / teacher ratio at September 2014 Census levels has the potential to adversely impact on the savings already approved by Council or alternatively Economic climate Depute Chief on the level of grant received from the Scottish Givernment. Reviews of existing structures / financial controls / The level of grant Executive and service delivery models are ongoing to maintain strong financial management across the Council. The Council's funding available in Chief Financial transformation strategy is designed to ensure a sustainable platform from which to deliver services. Officers the future will not Officer continue to analyse recent budget announcements at UK and Scottish levels to ascertain the local impact of support existing Economy and these. Information on additional budget pressures from demographic changes has also been gathered and service levels. where appropriate incorporated into the budget strategy. The Transformation Plan Strategic Board meets Skills regularly to challenge progress being made in delivery of the programme and ensure the anticipated savings are delivered. Funding forecasts continue to be modelled and these will be updated following the Chancellor of the Exchequer's Budget to be held on 8 July 2015.
Red
1b
We consider the overall risk at present to be High as recent and imminent reforms to benefits, and job losses in the area, most recently in the coal industry, could have a severe impact across Council services. The anticipated downturn has been reflected in Council budgets with income and bad debt budgets critically Economic climate Depute Chief reviewed and realigned. The anticipated impact of welfare reform is being monitored on an ongoing basis with The current an update report considered by Cabinet on 29 October 2014. The HRA budget continues to be scrutinised economic position Executive and given the recent changes to Discretionary Housing Payments and the impact this will have on rent arrears due will have an impact Chief Financial to under occupancy. The previously expected increase in bad debt provision, caused by the impact of under on the income Officer occupancy, will no longer be required. The DWP will implement Universal Credit In East Ayrshire in Tranche 4 of collected by the Economy and the programme (implementation between December 2015 - April 2016) and there is significant potentail for rent council Skills arrears to increase.
Red
1c
We consider the overall risk to be High as recent and imminent reforms to benefits, and job losses in the area will have a severe impact on residents and indeed across Council services. Welfare Reform is having an acute impact on East Ayrshire residents. Work is progressing to ensure support mechanisms are in place through Financial Inclusion and other appropriate services including CAB. Officers Economic climate have identified larger premises for the Bureau to allow some capacity issues to be addressed. In addition, a The local economic Depute Chief senior officer group comprising officers from social services, housing, finance, economic development, position will have a Executive and communications, DWP and CAB meet regularly to plan an appropriate response in terms of service delivery. direct impact on the The recent changes to Discretionary Housing Payments regulations has enabled additional payments to be Chief Financial awarded to those tenants affected by under occupancy and who apply for the payments, and is mitigating residents of East Officer against potential rent arrears. Benefits sanctions are having an adverse impact on a range of individuals and Ayrshire and their Economy and work continues to better understand the reasons behind this, to allow an appropriate response to be formulated. demand for council Skills Funding was identified during the budget setting for 2015/16, that will allow additional resources to be targeted services. at vulnerable individuals who rely on food banks.
Red
2
Financial Risk Equal Pay, Equal Value and Holiday Pay Claims could have a significant financial impact on the Council
We consider the overall risk to be High as while there remains an element of uncertainty in respect of the total expected cost of resolving these, and potential future claims, there is now an added dimension for potential back-dated claims for overtime payments in relation to holiday pay. Acting Depute A reasonable provision has been identified to fund claims which are being managed by the Council with its external advisers. The 2014/15 year end review will shortly be subject to external audit with Audit Scotland Chief commenting on the level and appropriateness of the provision. Significant progress has been made in settling Executive first wave claims. The potential for additional back-dated claims for overtime in relation to holiday pay has been Safer reviewed and a further provision has been set aside for this liability and action is being taken to ensure current Communities practices are amended to regularise the payment of overtime within holiday pay calculations.
Amber
3
We consider the overall risk to be High in terms of financial, reputational and economic risk factors due to the levels of restoration liability on each complex, the level of the financial guarantees held, the current low market price of coal, the risk of EU sanctions for the breach of the Muirkirk Special Protection area and the disclaimed land ownership within 3 of the sites. The Council has no liability for the restoration of the sites and is utilising the bond monies to implement Council policy to Make Safe, Make Good, Make New each site with an alternative Depute Chief restoration scheme that delivers an environmental solution. Work is progressing at a national level through a Financial Risk – Certain Liabilities in Executive and Scottish Government led task force and the Council has significant representation on this group. The task force relation to opencast Chief Financial is working with the UK government to consider the introduction of a coal tax exemption scheme which will coal sites may fall Officer channel the tax generated from coal extraction back towards the restoration of the site. An quarterly update to the Council to Economy and report was considered by the Planning Committee in April 2015 summarising work to date, and outlining future arrangements in respect of open cast coal mining and all other environmental projects in East Ayrshire. resolve Skills Members will continue to receive updates on risks as information becomes available.
Red
Risk No.
4 1a
5
Risk
Risk Owner
Overall Risk
The overall risk is Medium recognising that there has been an increase in focus on Health and Safety. Failure in this area would have significant consequences for employees, service users and the Council. We have arrangements in place to manage health and safety across the Council which are kept under review. The Chief Executive's Health and Safety Strategy Group, which includes Trade Union representation, continues Health and Safety - Acting Depute to keep under review both policy and relevant and related operational matters. Regular Safety Flashes continue to be issued to ensure awareness across the organisation of key Health and Safety issues. Focussing Chief implementation of new arrangements Depute Executive Chief specifically on violence and aggression, which remains the most frequent type of incident reported, the Health fails to adequately Executive Safer and and Safety Manager is currently reviewing the provision of suitable crisis intervention and de-escalation training across all Council Departments with a view to ensuring that services have access to competent and accredited address risk. Communities Chief Financial training which is tailored to the individual service requirements.
Officer Economy and Skills
Protection of Children and Director of Vulnerable Adults Health and individuals are not Social Care adequately protected.
Amber
The overall risk is Medium - the impact for individuals could be severe and would adversely impact on the Council’s reputation. Targeted service redesign including work force and organisational development continues across the Council and partner agencies to support a continuous improvement agenda. The Child and Adult Protection Committees remain very active in delivering improvements. Each committee is led by an independent Chair with the Chief Officer Group maintaining an ongoing strategic review of this important area. The Director of Health and Social Care will shortly commence a review of protection arrangements across the partnership to further strengthen this important area. The Chief Officers Group has agreed arrangements for a review of all public protection arrangements. The review will analyse opportunities to develop our current arrangements and bring forward options for improvement, ensuring that we learn from best practice across the country and also our own experience. Amber
6
Fraud and misappropriation of council resources - the Council is faced with financial loss through fraudulent activities.
The overall risk continues to be Medium as the nature of the activity is such that new attacks are increasingly likely. Enhanced procedures are in place to prevent and detect fraud, information received from colleagues in other areas and anti-fraud networks is assessed as received. This includes participation since June 2014 in a Depute Chief scheme hosted by the National Anti-Fraud Network (NAFN) to deter attacks on creditor systems through NAFN Executive and as a co-ordinating reporting point with the banks, with the objective of closing down recipient bank accounts Chief Financial used by potential or actual fraudsters. The Head of Finance chairs a Strategic Anti-Fraud Steering Group which Officer is reviewing and ensuring a corporate approach is taken. Close liaison is being maintained with Police Economy and Scotland with regular meetings and ongoing communication including consideration of a number of live cases. The Council is again participating in the 2014/15 NFI exercise. The first set of data matches has been received Skills and further investigation and analysis is continuing as appropriate. Amber
7
The overall risk is Medium as failure to manage the consolidated impact of the current range of internal and external change programmes could be significant. The consolidated impact of the current range of internal and external change programmes is significant and Business Risk Depute Chief failure to manage the programme effectively represents a financial and service risk. The Executive the Council is unable to properly Executive and Management Team, Transformation Plan Strategic Board and Corporate Risk Advisory Group are all alert to the manage the impact Chief Financial consolidated impact of change programmes. It will continue to be important for individual project leads to maintain specific risk registers and to highlight any change in the level of risk, and for the EMT to ensure that of multiple internal Officer sufficient resource and capacity exists to maintain organisational resilience as change is implemented. This will and external Economy and be increasingly the case as the new management structure is implemented and embedded and the change Skills management structure below Head of Service level will be examined during 2015/16.
programmes.
Amber